Flexible Global Software Development (GSD): Antecedents of Success in Requirements Analysis

Globalization of software development has resulted in a rapid shift away from the traditional collocated, on-site development model, to the offshoring model. Emerging trends indicate an increasing interest in offshoring even in early phases like requirements analysis. Additionally, the flexibility offered by the agile development approach makes it attractive for adaptation in globally distributed software work. A question of significance then is what impacts the success of offshoring earlier phases, like requirements analysis, in a flexible and globally distributed environment? This article incorporates the stance of control theory to posit a research model that examines antecedent factors such as requirements change, facilitation by vendor and client site-coordinators, control, and computer-mediated communication. The impact of these factors on success of requirements analysis projects in a “flexible” global setting is tested using two quasi-experiments involving students from Management Development Institute, India and Marquette University, USA. Results indicate that formal modes of control significantly influence project success during requirements analysis. Further, facilitation by both client and vendor site coordinators positively impacts requirements analysis success

An Empirical Examination of an Agile Contingent Project/Method Fit Model

While research has demonstrated positive productivity and quality gains from using agile software development methods (SDMs), some experts argue that no single SDM suits every project context. We lack empirical evidence about the project contextual factors that influence when one should use these methods. Research suggests several factors to explain agile method appropriateness; however, generalizable empirical evidence supporting these suggestions is weak. To address this need, we used contingency theory and the information processing model to develop the agile contingent project/method fit model. Subsequently, we used the model to analyze the influence of project contextual factors and agile practices on software development professionals’ perceptions regarding agile SDM appropriateness. We tested the model using survey data collected from 122 systems development professionals who provided information regarding: 1) contextual factors surrounding a recent agile development project, 2) agile practices applied during the course of that project, and 3) perceptions regarding the relative fit (appropriateness) of the agile method used. Linear regression identified several significant relationships between project contextual factors, agile practices, and respondents’ relative fit perceptions

Report from GI-Dagstuhl Seminar 16394: Software Performance Engineering in the DevOps World

This report documents the program and the outcomes of GI-Dagstuhl Seminar 16394 "Software Performance Engineering in the DevOps World". The seminar addressed the problem of performance-aware DevOps. Both, DevOps and performance engineering have been growing trends over the past one to two years, in no small part due to the rise in importance of identifying performance anomalies in the operations (Ops) of cloud and big data systems and feeding these back to the development (Dev). However, so far, the research community has treated software engineering, performance engineering, and cloud computing mostly as individual research areas. We aimed to identify cross-community collaboration, and to set the path for long-lasting collaborations towards performance-aware DevOps. The main goal of the seminar was to bring together young researchers (PhD students in a later stage of their PhD, as well as PostDocs or Junior Professors) in the areas of (i) software engineering, (ii) performance engineering, and (iii) cloud computing and big data to present their current research projects, to exchange experience and expertise, to discuss research challenges, and to develop ideas for future collaborations

Modelling the critical success factors of agile software development projects in South Africa

There are several critical success factors suggested for why agile software development projects succeed, including organisational and process factors. Although there are an increasing number of identified critical success factors, IT professionals lack the modelling techniques and the theoretical framework to help them meaningfully understand their influences. To solve this problem, this study developed a model by employing the following theories: Theory of Reasoned Action (TRA), Theory of Planned Behaviour (TPB), and Unified Theory of Acceptance and Use of Technology (UTAUT) to create a fit model for agile software development projects. The research sought to answer the question: What are the critical success factors that influence the success of agile software development projects? The literature review considers the continued failure of agile and traditional software development projects which have led to the consideration of, and dispute over, critical success factors — the aspects most vital to a methodology’s success. Though TRA, TPB and UTAUT have previously been applied to agile methodologies, empirical models have not been completely integrated to develop a fit model. This research sought to fill this gap. Data was collected in South Africa through a web-based survey using structured questionnaires and an interview guide. Face-to-face interviews were done to identify the critical success factors in agile projects. The data was captured and analysed for descriptive statistics, convergent and discriminant validity, composite and internal reliability, and correlation in order to inform the structural equation modelling (SEM). SEM was used to test the research model and hypotheses to answer the research questions. The results informed development of a comprehensive model that could provide guidelines to the agile community. The study contributes towards understanding the critical success factors for agile projects. It examined direct, indirect and moderating effects, and the findings contribute towards developing a framework to be used by agile professionals. These key result shows that organisational factors have a great influence on performance expectancy characteristics. To ensure success of agile projects, managers are advised to focus on the effect of the organisation’s environment, culture and policies on performance and effort expectancy.School of ComputingPh. D. (Computer Science

Relationship of Transformational Leadership and Organizational Change During Enterprise Agile and DevOps Initiatives In Financial Service Firms

The rate of organizations adopting Agile and DevOps methodologies has grown in recent years, with researchers observing the impact of leadership styles and methodology adoption, presenting challenges with sustaining and scaling change initiatives. Where organizations within the marketplace today reveal the significance of leadership in influencing change, while findings signal deficiencies with having leaders who are ready. The purpose of this quantitative correlational research examines the increased probability of failure organizations face when engaging in enterprise Agile and DevOps transformational change initiatives. Through investigating the relationship between transformational leadership behaviors, readiness for change, and organizational citizenship behavior exhibited by management and employees engaging in Agile and DevOps initiatives within regional financial services companies with a presence in the South Eastern United States. The resulting study surveyed 390 anonymous participants with varying backgrounds and organizational roles based upon predetermined quota constraints aligning with the Bureau of Labor Statistics, U.S. Census, and FDIC data. Utilizing three principal instruments to measure transformational leadership, change readiness, and organizational citizenship behavior; conducting statistical analysis for construct reliability, descriptive properties, and hypothesis testing, concluding the existence of influential correlation of change readiness and organizational citizenship behaviors having a relationship with transformational leadership. The research findings identify the association of organizational readiness and employee social citizenship responsibility with applicability to transformational leadership, bringing light to the significance of grooming and sustaining leaders at all levels of the organization

How Agile Practices Influence the Performance of Software Development Teams: The Role of Shared Mental Models and Backup

This study draws on team adaptation theory to examine how agile behavior within Information Systems development (ISD) teams influences team performance. We conceptualize agile behavior as the degree to which ISD teams use agile practices and test a theoretical model that links agile practice use to two key components of team adaptation—shared mental models and backup behavior. Moreover, in line with team adaption theory, shared mental models among team members are hypothesized to increase backup behavior, which in turn is suggested to lead to higher levels of ISD team performance in complex environments. To test our hypotheses, we collected data from Scrum masters, project leaders and more than 490 professional software engineers of a global enterprise software development company. Our findings broadly confirm our theoretical model linking agility, adaptation, and ISD team performance, leading to several theoretical and practical contributions

Innovation, agile project management and firm performance: empirical evidence from high-tech small and medium-sized enterprises in China

While agile project management has become increasingly important for high-tech small and medium-sized enterprises (SMEs), each firm's performance varies greatly, due to different degrees of innovation capability and to the dynamics of the internal and external environments. Drawing on theories of resource-based view, innovation capability and agile project management, and equipped with a comparative analysis of two high-tech SMEs, we developed a theoretical model with six hypotheses. We then carried out empirical research, including the measurement of key variables, data collection and analysis, validity and reliability tests, regression analysis, and structural equation modeling, confirming five of the six hypotheses initially presented. The model developed in this study includes the different roles of innovation capability, considers project agility in promoting firm performance, and takes into account interactions with the innovation atmosphere and environmental dynamics. The results contribute to the development and refinement of the theory of project agility by presenting new findings in the field of innovation and environmental dynamics. The results also provide guidance to project agility practices of high-tech SMEs in China, improving those firms’ performance. The implications and limitations of this study are also discussed.Embora a gestão ágil de projetos esteja a ganhar importância para as pequenas e médias empresas (PMEs) de tecnologia de ponta, o desempenho de diferentes empresas varia consoante a sua capacidade de inovação e depende da dinâmica dos ambientes interno e externo em que elas se inserem. Recorrendo a teorias relacionadas com a visão baseada nos recursos, capacidades de inovação e gestão ágil de projetos, assim como com recurso à análise comparativa de duas PMEs de tecnologia de ponta, desenvolvemos um modelo teórico com seis hipóteses. Posteriormente, levámos a cabo investigação empírica, incluindo a medição de variáveis-chave, recolha e análise de dados e testes de validação e fiabilidade. Procedemos, ainda, a análises de regressão e à modelação de equações estruturais, confirmando cinco das seis hipóteses inicialmente estabelecidas. O modelo desenvolvido inclui diferentes funções da capacidade de inovação, considera a contribuição da agilidade de projeto para a melhoria do desempenho da empresa e tem em conta as interações com a envolvente de inovação e com as dinâmicas do ambiente. Os resultados alcançados permitem desenvolver a teoria da agilidade de projeto, apresentando contributos valiosos no campo da inovação e das dinâmicas do ambiente empresarial. Esta contribuição pode servir de guia às práticas de gestão ágil de projetos de PMEs de tecnologia de ponta na China, melhorando o seu desempenho organizacional. As implicações e limitações deste estudo são também apresentadas

Relationship Between Software Development Team Structure, Ambiguity, Volatility, and Project Failure

Complex environments like the United States Air Force\u27s advanced weapon systems are highly reliant on externally developed software, which is often delivered late, over budget, and with fewer benefits than expected. Grounded in Galbraith\u27s organizational information processing theory, the purpose of this correlational study was to examine the relationship between software development team structure, ambiguity, volatility and software project failure. Participants included 23 members of the Armed Forces Communications and Electronics Association in the southeastern United States who completed 4 project management surveys. Results of multiple regression analysis indicated the model as a whole was able to predict software project failure, F(3,19) = 10.838, p \u3c .001, R2 = 0.631. Software development team structure was the only statistically significant predictor, t = 2.762, p = .012. Implications for positive social change include the potential for software development company owners and military leaders to understand the factors that influence software project success and to develop strategies to enhance software development team structure